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Leadership in the ATLAS Collaboration

Leadership in the ATLAS Collaboration

Chapter:

(p.226)
11 Leadership in the ATLAS Collaboration

Source:

Collisions and Collaboration

Author(s):

Shantha Liyanage

Max Boisot

Publisher:

Oxford University Press

DOI:10.1093/acprof:oso/9780199567928.003.0012

This chapter examines the ATLAS Collaboration from a leadership perspective. It first looks at how leadership in general may be conceptualized and then at how the concepts play out in the realm of science. Like other Big Science projects, the ATLAS Collaboration operates at the forefront of knowledge creation. The kind of leadership it requires is not vested in a single individual but is distributed throughout the collaboration. ATLAS's project management team has little formal control over the 3,000-plus members of the collaboration. These remain attached to national institutions and are accountable only to them. How, then, does a scientific collaboration as large as ATLAS generate and sustain creative and constructive interactions among several thousand scientists and engineers of diverse cultures, traditions, and habits? And, given the complexity of the tasks involved, how does it align such interactions with its experimental goals while keeping the project's stakeholders happy?

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a monograph in OSO for personal use (for details see www.oxfordscholarship.com/page/privacy-policy).date: 21 January 2019